Employee

Employee Assistance Program supports employer by helping in management of complex employees’ situations. If employee has been struggling with job, s/he would be taken aside and asked what the problem is. Incase of an emotional outburst or alcohol smell then the employer is aware there is something going on. Since the work of the employee is impaired, it could mean for employer to take a disciplinary action. But if the employee is doing poorly at work due to life’s pressure out of workplace, then the employer should help him or her cope more effectively and restore the good work performance.

This is done through this program whereby Employee Assistance Program counselor at this point helps both employer and employee in dealing with the situation and develops a plan that suits both. This gives employer another chance of retaining a good employee and keeping productivity (Bureau of National Affairs, 1998, p. 95). Another benefit of Employee Assistance Program is that it supports employee in different situations. When an employee is distressed, depressed, stressed or in substance abuse problem, this takes hold of work performance. This program gives fast access to confidential experts who can help the employee.

This expert helps employee in finding out the problem and then help in solving the problem. This works like “assessment and triage” model of assessing a situation and finding a solution. There is also preventive care offered by the program. Normally, Employee Assistance Program enables employee to have access to online education and on-site training. Through this education and training employee gets to know how to deal with negative stress, depression, family problems and problems associated with substance abuse helping him or her to know how to deal with them.

This program also helps in emergency consultation. It gives counseling on crisis as required. Incase an organizations is robbed or an employee becomes a victim of serious accident this problem affects entire staff. With Employee Assistance Program one can access instant gain to therapist who can come to workplace and give stress debriefing to all staff members reducing probability of further distress and impairment among all those who are concerned (Michael, 2001, p. 227).

Employee Assistance Program helps in reducing cost of health insurance through a decreased use. There is also reduced downtime of a company with employees missing less work. This program helps in reducing loss of productivity from distressed employees who usually goes to work but work only at half speed. Dysfunctional employees have morale problem but this is reduced through Employee Assistance Program with highly qualified counselor. This program gives a competitive advantage to the organization. This is because there is reduced stress among employees and staff.

This program makes them creative, courteous and able to concentrate longer giving employer a significant advantage in today’s competitive and rapid changing market environment (Price, et. al, 1997, p. 547). When workers are stress they fail to come to work increasing rate of absenteeism. If employee’s problems are solved through Employees Assistance Program there is reduced absenteeism since employees have no problems. Employee’s problems affect working environment thus affecting productivity of co-workers.

Employee Assistance Program helps workers in resolving their interpersonal and personal problems before termination due to their ability to perform their job function. Stress in workplace results to increased chances of accidents but Employee Assistance Program reduces stress in workforce thus reducing claims and rate of extended health care and short term disability plans. This also reduces rates of long-term disability because of low risk of employees (Michael, 2001, p. 231).

Costs of Employee Assistance Program

The cost of Employee Assistance Program varies considerably with the typical costs of this program having not changing greatly since its invention. Many programs are geared towards business requirements and the cost is different in each organization. Work environment, organization’s culture and work force require determining of the type of services requested making cost dependent on organizational needs. The annual cost of this program favorably compares to greater cost of employees’ recruitment, turnover, training and lost productivity (Michael, 2001, p. 234). Conclusion

In today’s world, it can be stressful at times and balancing of needs of home, family and work can be demanding. Stress is temporary but it can sometimes interfere with daily well-being if it prolongs. Employee Assistance Program is designed to help professional in regaining balance and perspective of day-to-day activities which are interfered with by stress. If employees in an organization use Employees Assistance Program there will be potential monetary savings of the payroll because of decrease in absenteeism and improved productivity from employees’ problems.

There is an increasing number of Employee Assistance Program indicating that many organizations are realizing the significance of investing in healthy human resources through the Employee Assistance Program.

List of References

Bureau of National Affairs, (1998), Employee assistance programs: benefits, problems and prospects, Bureau of National Affairs Dickman, F. (1999), Employee Assistance Programs: A basic text, Charles and Thomas, ISBN: 0398054010 Kemp, D. (2000), Employee Assistance Program: An annotated bibliography, Garland Publishers, ISBN: 0824042905

Employees want to know how they’re doing, and giving them feedback is the best way to keep them informed. However, a new study from Leadership IQ found that fewer than half of employees surveyed knew whether they were doing a good job. With the increased focus today on HR technology and performance analytics, just the opposite should be true.

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So, what’s going wrong with this picture? Here are three of the biggest reasons employees still aren’t getting the performance feedback they need and what managers and HR can do to help:

1. Reluctant Delivery

Managers are overly cautious when it comes time to give constructive feedback because they think employees will react badly to what they have to say. But the absence of feedback isn’t necessarily a matter of negativity — it’s a matter of delivery.

Zenger Folkman’s 2014 of 2,700 employers and employees found that 72 percent of employees surveyed said they thought their performance would improve if their managers provided corrective feedback. Additionally, 92 percent of the respondents agreed with the assertion, “Negative (redirecting) feedback, if delivered appropriately, is effective at improving performance.”

Employees, then, desire redirecting feedback, but managers still feel uncomfortable providing it.

The 2015 from Interact addressed this conundrum. It found that 37 percent of the 616 managers surveyed said they were uncomfortable having to give direct feedback and criticism about an employee’s performance that that individual might respond badly to. Clearly, managers need direction when it comes to delivering feedback.

Tip: Empower your company’s managers with development and coaching on how to deliver constructive feedback the right way. That means focusing on the situation and the performance of the employee, not on the employee himself or herself. When providing feedback, managers should be forward-thinking and offer solutions and advice for the employee to progress. The best tool to provide the most impactful feedback? Real-time performance data.

2. Underutilized Technology

The introduction of advanced technology and talent-management platforms has permanently changed HR — especially the way employees relate with their employers and managers.  Plus, it’s the best tool for improving performance. So, why aren’t companies embracing it?

The from Workplace Trends, and Saba, released in March 2015, found that 58 percent of companies surveyed were still using spreadsheets as their primary means for tracking performance metrics, according to the 700 leaders surveyed. What’s more, less than a quarter of businesses worldwide were using technology to capture and develop insights about their people and about the effectiveness of their talent programs.

Tip: The solution is simple — get with the times! Various tools and technologies exist that empower HR with important performance stats. These metrics can inform impactful discussions about employee performance and equip leaders to follow up and track how employees use the constructive input.

Companies that invest in these revolutionary HR technologies need to use them wisely. Make the real-time performance-tracking accessible to all levels of employees. This way, they can see how they’re progressing across various projects, where they can improve and how they’re measuring up to expectations. This kind of information will allow them to perform accurate self-assessments — an important practice that can be used during formal reviews.

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3. Untimely formal reviews

The Global Workforce Leadership Survey also found that 52 percent of all companies still conduct annual performance reviews. Making employees wait 12 months to hear how they’re performing contributes to the main problem at hand: Employees don’t know if they’re doing their jobs well.

Empowering HR and managers with talent-management solutions that measure how well employees are performing gives employers the opportunity to fix issues in the moment. It’s proactive, not reactive. How can employees get better if they’re waiting a whole year before they find out what they’re doing wrong or right?

Tip: Make more time for frequent one-on-one check-ins. That means providing ongoing feedback to employees, to steer them in the right direction. Formal evaluations don’t need to happen on a weekly basis, but more casual performance feedback can, and should, be given in a timely manner. The good news: The time invested in regular check-ins means time saved on elaborate performance improvement plans or talent replacement searches.

Supplement regular formal reviews with casual sit-downs where leadership can show employees their performance in real time, which is helpful for both parties involved. A May 2016 Gallup study called found that 44 percent of millennials surveyed who said their managers held regular meetings with them, were engaged, compared to just 20 percent of those who didn’t meet with their managers regularly.

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When employees can visualize how they’re performing at that exact moment, they are more engaged and feel more accountable for their actions and decisions. When that happens, too, performance will soar, job satisfaction will rise and turnover will drop. This is the formula for a high-performance company that empowers its staff members to do their best work.

Sometimes in life, we are unwilling participants in the events that go on around us, and that at times can be both a good and a bad thing. In Hagar Cohen’s work, Glass, Paper, Beans, she defines the term “feit” , as a “thing made” , a fetish manufactured which people believe possesses spiritual or magical properties. Upon further investigation, another definition for o can be found in the work by Joside Vasconcelhos Menezes, Os Marinheiros e Almirantado: elementos para a da Marinha (Sailors and Admiralty: elements for the History of the Navy).

Menezes defines the term feito, as “a magic spell or black magic spell cast on subjects by which they are dominated and in which the subjects are either willing or unwilling participants” . This term can be used then to describe the McDonaldization of Society, by George Ritzer, when he defines McDonaldization as “the process by which the principles of the fast -food restaurant are coming to dominate more and more sectors of American society as well as of the rest of the world” . McDonaldization is then a feitio which dominates us and almost every sector and aspect of our society.

We cannot help but be dominated by it and are all willing or unwilling participants in it. Hagar-Cohen’s work Glass, Paper, Beans, contains examples of how McDonaldization has taken over our daily lives. To fully understand the effects of McDonaldization, it thus necessary to examine and define Ritzer’s four dimensions of McDonaldization Efficiency, Calculability, Predictability and Control, as they apply to Hagar-Cohen’s two characters. Thus, it will be argued that each character in Glass, Paper, and Beans experiences McDonaldization in different ways as either a willing or unwilling participant in the process.

Ruth can be viewed as being the subject most heavily influenced by McDonaldization and Brent being second to Ruth as being affected by McDonaldization. In short, through applying all four dimensions of McDonaldization to Ruth, and Brent, it will become apparent that it must be examined to a greater extent in order to fully comprehend and understand all its effects and applications as, a process which dominates the lives of these two characters in which they are willing or unwilling participants.

Ritzer defines efficiency as “…choosing the optimum means to a given end” . In the process of McDonaldization this means is rarely found because we are hindered by our own limitations. It does not matter that we are always hampered by these limitations; this does not stop organizations and companies from continually trying to be efficient and streamline their processes. This rush for efficiency can be found in the lives of the characters of Ruth and Brent. In the case of Ruth, the various occupations she has held in factories show how companies, streamlining for efficiency, often do this at the cost of employees.

One of the reasons Ruth looks upon her current situation as a kind of miracle is that she was already forty four when she got hired by the Anchor-Hocking glass factory fifteen years ago, after having been laid off from her last job, assembling Rivera kitchen cabinets. She’d been let go after only three months working the line. That had followed the layoff from Ray-o-Vac, where she’d packed carbon pieces into plastic battery casings, turning her fingers so black she’d go home at the end of her shift and scrub them with bleach to get the residue off.

Ruth is a victim of McDonaldization whether she realizes it or not. In order to make the process more efficient and cut costs, factories lay off workers, not only cutting corners and costs but also costing workers their livelihoods. She is currently a supervisor at the plant and “lucky” to have this position. Another example of efficiency in Ruth’s workplace is the replacement of humans by machines. In order to cut costs, companies have discovered that machines replace people by being faster and more dependable. Machines do not get sick or need days off as do humans.

Machines tend to be more dependable and thus, humans are only needed to operate these machines. As we see below in Ruth’s factory: Ruth doesn’t actually make glass. Actually no one at the plant exactly makes glass. Machines mix up raw materials, and machines blow and press the molten glass into ware. Machines cool and reheat and recool the ware. Machines do the decorating, applying decals to the glass with sprays of coloured ink. What people do is tend the machines. This is the case most everywhere except in one department, Select and Pack, of which Ruth is a supervisor.

In this department people tend the glass. They look at it, they pick it up, they handle it, label it, lower it into cardboard departments. This efficiency often is at a cost to the humans who operate the machines as they can be hurt. In the hurry for efficiency, many times the employees in the factory sacrifice their own safety for the sake of this efficiency. As Hagar-Cohen writes “Sometimes they [the employees] burn themselves a little on a piece of fresh glass. Sometimes they cut themselves a little on a shard of broken glass. Sometimes they remember to wear gloves” .

This rush for efficiency is a process of the McDonaldization effect. In the rush to streamline everything, the victims are often those who through no fault of their own must do these things in order to survive. Though efficiency is clearly presented in the work of Ruth, she also participates in McDonaldization through normal routine activities in her daily life. Hagar-Cohen writes about supermarkets that are open twenty-four hours a day, another surer move at efficiency. People can shop at these supermarkets whenever they want, without worrying about time.

Ruth herself in fact relies on Big Bear and Kruger’s, both twenty-four-hour supermarkets, to do Her shopping when she gets off work on the fourth day of her rotation. Their parking lots at five A. M. are vast oceans of macadam… and the products costing and tasting the same at any time of day, Ruth hardly notices the hour. Although the butcher’s counter is dark, even Shenna’s bone may be had. All a person could want seems available here. A peacock mosaic of cardboard boxes and metal cans, like thousands of sirens, croons mutely to Ruth, who rolls past with her cart like the captain of a metal ship”.

Efficiency in itself is not all that bad. It does have its good aspects. We now can get anything we want at these supermarkets, any time of the day. As Ruth is the captain of her metal ship, Ritzer argues that the new chain of supermarkets has “imposed work on the customer”.  By making the shopper the “working customer”, the stores save money and time, by making the customer spend more time looking for things themselves, weighing things etc, the process is only efficient for the supermarket and not the customer. In all reality this example of efficiency is really an inefficiency.

As Ruth experiences McDonaldization in her work and daily life so too does Brent in his way. Brent is a lumberjack in the woods. Though one could say that because he works in this age old profession, this makes him immune to efficiency, this is not true at all. In order for him complete his work more efficiently, “Brent bought the harvester and porter at the same time. Together they cost six hundred thousand dollars. Brent put in some money and the bank put in some money and then Brent set out to see if those machines would return the investment.

Five years later, he’s still undecided”. As we can clearly see, Brent was a willing part of the rush of efficiency, and at a high cost to himself, he is still not sure if it was worth it. This is also a part of the efficiency dimension of McDonaldization. The idea of progression and advancement is a very much part of the reason why efficiency is as popular as we can see in Brent’s case. “The idea of taking a risk, being an adventurer, trying something new, appealed to him. Mostly, though, the decision just made sense environmentally as well as economically”.

The downfall of Brent’s pursuit of efficiency is that he gets trapped by it. The harvester, a machine, breaks down at times and as a result of being a new-age machine “… all sorts of glitches and breakdowns kept occurring”. Because of this more time is spent trying to fix this machine and that is one of the reasons why Brent remains undecided as to whether his investment was a sound one or not. Although the dimension of efficiency is apparent in the process of McDonaldization and influences the lives of characters, so too does the dimension of calculability.

Ritzer defines calculability as “calculating, counting, quantifying” Quantity tends to become a surrogate for quality”. This dimension has entered our daily lives and thus is also a part of the hold that McDonaldization places over us. Ritzer goes on to say that even in the work place this can be seen for employees where “calculability often means obtaining little or no personal meaning from their work; therefore, the work, products and services suffer”. In the case of Ruth, this calculability is clearly defined in the plant of Anchor Hocking. Everything is calculated, right down to the shifts of the employees.

Advantages for employees working on flexible hours abound. First of all it is important to see that today the UK labour market shows a remarkable change in the work choices made by the employees. Today, more and more (as many as 56%) of the employees are willing to spend their working time in flexible hours which is anywhere around the corner but the traditional cage ribs of the office walls. The favored destinations today are parks, the famous J K Rowling’s makeshift office, the coffee shop, and others like libraries.

The latest technologies like mobile phones, wireless hotspots have revolutionized the way work was seen in the past. Today, employees are enthusiastic about being at work while at the same time contributing productively toward development. Today, young people in the UK consider that office is now a state of mind rather than a four-wall boundary. With the largest age group (18-34), flexible working has more creativity in terms of work environment and putting best effort to work without any external pressure as is found in the traditional office (PR Newswire Europe, 2007).

Major advantages that are linked to flexible working on the side of the employees are improved productivity, better use of employees’ skills, and a less hectic work routine. In this way workers can contribute more positively toward productivity and can also benefit from being less under stressed. Commuting to work can be easily avoided specially in the jamming hours when it at times it seems that entire UK has come to a halt. If employees have the freedom to choose working time flexibly commuting chaos can be turned into creative productivity.

It is a matter of real concern to the UK government and the employers alike that the 18-34 age group workforce belongs to the generation that grew old as mobile, Internet, and other mobility-oriented technologies grew. It is this bundle of workforce that is accentuating on being more on flexible working conditions than any other age group. Since this age group is seen as highly productive, creative, and efficient, the employers and the government can have abundance of benefit from addressing their needs to work flexibly.

Although this is the case, there are reports that many employers in the UK have not yet realized the immense potential that lies behind offering flexible working to employees. This way a huge amount of talent is being either misused or misplaced resulting in “waste of talent and investment in education, at a time when Britain needs to invest heavily in skills to maintain its competitiveness globally” (Daily Post, 2007). There are a few disadvantages for employees in flexible working hours and conditions that literature points out. The worst disadvantage of flexible working is related to the present trends in employment in the UK.

This means that employers carry the danger of misusing the talent for flexible working for a number of reasons from hiring to placing an employee. For instance, O2 study found out that a number of UK employees “are missing out on the opportunity to work flexibly”. The major reason is the lack of communication from the side of the employer or simply the loose infrastructure of communication that can put the employees at stake because if IT and HR departments do not go in harmony, the result is that “UK workers do not have access to the right mobile devices or technologies that will allow them to [work flexibly] in practice.

” The survey that pned over 600 business across the UK, a report that is claimed to be the most extensive regarding mobility businesses, shows that many of the business are putting their employees to the wall because they are only partially making use of the available resources and are also not “achieving to introduce or improve flexible working despite making a GBP9. 9 billion 1 investment in mobile technology”.

The major problem that employees are paying for is reported to be the lack of communication between the departments of IT and human resource. Other disadvantage that an employee can have while opting for the flexible working is that they can be at danger while they entertain ad hoc personal ownership of different mobile devices because the survey reveals that “18 of IT directors surveyed admitted they had no knowledge about the level of personal device ownership within the business and whether employees are synchronizing critical data”.

This means that employees can be at risk of being monitored for something they are not doing on the negative; they can also be asked to follow a number of extra procedures which might hamper their working proficiency while it is clear that their misuse of talent is very much the case in today’s UK labour market (MS Presswire, 2004). 5- Conclusion In conclusion, it must be clearly stated that changing global climate demands that traditional working conditions should go through a revival of change that has more benefits both for the workers and the employers.

New technologies assure that flexible working is the solution to a number of problems like commuting chaos and loss of billions in this regard, mental tension, and so forth. Flexible working bears fruits of creativity as well as ensures that the 21st century workforce is out to change the way the world lived in an age when technological advancement was not this much. AS such the employers in the UK must put serious thought on improving flexible working for their good as well as for the good of the people who want to contribute with more creative potential.

References

Daily Post (2007).Flexible hours ‘vital to modern workforce’. (Business). ” Daily Post (Liverpool, England). MGN Ltd. 2007. HighBeam Research. 18 Nov. 2008 <http://www. highbeam. com>. Grimsby Telegraph, (2007). “Employers optimistic about future The UK’s labour market remains “robust”, with almost one in five employers planning to recruit new workers in the coming months, a new report said this week”. Northcliffe Electronic Publishing. HighBeam Research. 18 Nov. 2008 <http://www. highbeam. com> M2 Presswire (2002). “Number of ‘Flexible workers’ in UK accelerates past two million mark claims Teamphone.

” M2 Presswire. M2 Communications Ltd. 2002. HighBeam Research. 18 Nov. 2008 <http://www. highbeam. com>. M2 Presswire (2003). “UK business ‘caught short’ on flexible working; Companies not ready for introduction of new legislation on 6th April. ” M2 Presswire. M2 Communications Ltd. 2003. HighBeam Research. 18 Nov. 2008 <http://www. highbeam. com>. M2 Presswire (2005). UK workforce rates flexi-working over salary; 9 – 5 days are numbered, says new research. ” M2 Presswire. M2 Communications Ltd. HighBeam Research. 18 Nov. 2008 ;http://www. highbeam. com;.

The impact of globalization over the last thirty years has been immense (www. Helium. M) Not only has it provided, he said, “companies with the option to operate in many different countries but also with wider and diverse markets not only to sell their products but also to manufacture It and Its components In various locations worldwide” (Marcus. 2010). This economic phenomenon gave rise to multinational corporations (Macs) which made entry to a host country either through acquisition or International joint ventures (www. blackwellpubllshlng. Com). These are firms which are fully owned bestiaries or management responsibility for international joint ventures (Jibs).

Thus, “Macs are a relatively recent development with most of them founded after World War II” (www. Blameworthiness’s. Com). In view of this, new management styles are evolving to adapt with diverse and culturally different environments corporations venture into in its business operations outside of its national borders. To illustrate this, McDonald’s management control Is so devolved In Its operation In Its host countries that It Is now hardhearted as an amalgamation of local business run by local entrepreneurs.

While on the other hand, business outsourcing – another strategic entry mode of global business – is faced with a new set of managerial challenges wherein top managerial position usually goes to the partner that has dominant equity position or some other basis of power such as virtual technology (www. Blasphemousness. Com). According to Sarah Gangly (2010), “Globalization has also impacted management because It has led to many employees transfers to international locations.

This causes the need for more management and forms of communication. This also requires management to consider the needs of employees in other countries and to offer compensation for relocation. Thus, management must consider a much larger market, more competition, and International employees. ” With these considerations, it is necessary therefore that the management approach employed by Macs must be adaptive to its new setting and that its staff must be considered in their interaction with their global partners.

This research deals that how Burger King (K) following the procedures to motivate the Employees, how these procedures helps in achieving the objectives of Burger King and influences the objectives. Hamburger is a parent company of Burger King and it is operating worldwide. Headquarter of Burger King is situated in Florida, U. S. A. It was first established as Instant Burger King in 1953.

Due to tough external environment of Instant Burger King, it faces financial problems and in 1954 its ranches were sold and its name was changed as Burger King. At the end of 2013 it was reported by Burger King that it has over 13000 franchises operating in 79 countries out of which large amount of franchises operating in United States, almost 66% in United States. Burger King has almost 40 subsidiaries that are operating under the management of different countries, their operations, financial matters and production are controlled by the management of those Countries. Burger King Corporation, 2013). Franchises of Burger King are mostly privately owned by the businessman and they allowed the SOPs given by the Burger King Company (Christina, 2011). A holders of Burger King franchises has to follow the strict obligations and duties given by the Burger King; it includes designs of a company, internal and external appearance, brand standards, quality and serving of food, training programs and employee compensation plans Nathan, 2011).

Burger King is giving license to the operators and administrators of stores to run the franchises of Burger King in North America (Elizabeth, 2006). Now Burger King is working in many countries. It is using many promotional techniques as well. It has fan page on a social media called Backbone. Moreover it has an account on twitter as well. Burger King has a large variety in its menu including burgers, fries, pan cakes, shakes etc. Burger King says that their employees are the vital part of their organization.

Employees are the main assets of a company because they face the customers, deals with them and provide services and products to the customers. To get good results of this employee and customer relationship, Burger King has set rules to give Professional training to the employees so that employees should use their abilities to burger king marketing & employee titivation strategy. By prime_421 investing on career development of employees by giving them a chance to work in different departments and giving a chance to the employees to polish their skills and competencies by attending different seminars.

Read also Burger King on Net Neutrality

Feedback from employees is very important in bringing the positive changes in the Company, Burger King also follows this rule and they encourage their employees to do open communication with the top management. In this way satisfaction of employees increases and they are free to use any mode of communication, which includes videos calls, meetings, Emails, voice mails etc. Burger King motivates its employees with different rewards to engage them in the progress of the organization. When staff works hard and continuously makes a positive difference to the company.

Employee achievement awards given to the employees working with the Burger King more than five years and these awards are given to the employees after every five years and reached up to fifty years. There are other programs and awards as well that are given to the employees at both management and lower level to motivate the employees. RATIONALE FOR THE STUDY The research purpose is to see how motivation of workers is being maintained by the organization. For this purpose Burger King is selected.

This research will help in starting new studies in this field so that the new researchers will investigate that how the motivation of employees results in the success of company, company’s growth and progress in future. Organizations have to made good motivational programs for employees to get good performance from them. If employees are motivated then they perform better, they feel satisfied with their Job, so they are committed to their organization as well. This research will encourage organizations to motivate their employees and understand the things that motivate them.

BUSINESS RESEARCH QUESTION “What are the contributing features, plans and programs of the company that motivate employees? To understand the phenomenon of employee motivation of Burger King, given below questions of research should be kept in mind to make a base of this research. The current benefits that employees are getting? How the motivation of employees is maintained by the organization? What are the organizations current and future strategies to motivate their workers? Motivation is the challenging issue to manage and work, because of the individual behavior or attitudes.

As every individual is different from each other, their behaviors, attitudes and needs are also different. For every individual the motivating factors could be different according to their circumstances as well as their priorities. Another factor could be that an employee is not fit for the Job he is doing or he has no interest in that work. So such resources and encouragement should be provided to him so he can develop interest. This research assignment will results in understanding the motivation of employees given by the Burger King and which leads to overall better and good performance.

LITERATURE REVIEW PRELIMINARY Literature review is a process of studying published or unpublished work given in the journals, magazines, newspaper, thesis and online information to get references. These references will help in getting knowledge of the other people’s work and will also help in providing support to our arguments and Judgments. In organization’s point of view “motivation” means the drive force which creates interest in employee to work hard. A motivated employee will have capacity to work hard and give good results.

It also determines the employee’s effort and level of persistence (Bernie, 2012). Organizations need motivated employees to work. Motivated employees help organizations in their survival. Motivated employees are more productive as they know when they will be productive they will get reward for it (Bowen & Arthritis, 1991). Motivated employees are also quality oriented. They find different good ways to do the Job. There are many factors that could help in motivating employees. The first and most important factor is Job design.

Good Job design will surely results in creating the positive motivation of employees. The design of Job can have a significance impact on employee motivation. If a Job is challenging and different interesting tasks are involved in it then employee could be motivated enough to do it. Job design approaches are four in number: Job enlargement, Job simplification, Job enrichment and Job rotation (Bernie, 2012). Standardization and specialization of the work is known as Job simplification. Job simplification results in motivating the employees because they have clearly identified tasks.

But sometimes Job simplification does not helps in creating motivation for the employees because it may result in boring of employee by doing the same task again and again. A large variety of different tasks to perform by the employees, so that employee can have interest in the Job and may result in motivation of employees, this phenomenon is known as Job Enlargement. Job rotation time to maintain their interest and motivation to work. Job enrichment aims to enhance the actual Job by introducing different motivational factors (Bernie, 2012).

Large numbers of studies are conducted to see the impact of Job design techniques to motivate employees. Job design questionnaire was used to study the impact of Job design in motivating the employees by Champion and Thayer (1985) and the result of heir study has shown that Jobs having proper Job design will lead to motivate the employees and employees will have less problem in performing the work needed for a Job and less health complaints. Hickman (1980) conducted a study and results shown that redesigning a Job will surely leads in providing good productivity, increase the quantity of work and motivation in employees.

Job Enlargement or Job Enrichment is the main tool to do this. This is a human nature that he always motivated when he knows that his work is valuable and worthy. Motivation also comes from the sense of acknowledgement and aspect. Rewards are another type of motivation. Intrinsic reward and extrinsic reward are main two types of rewards. Rewards that are internal like feeling good about doing something, sense of accomplishment is known as intrinsic rewards. Extrinsic rewards are external like incentives, bonuses, increments etc. (Fair & Silver, 1992).

When specific goals are set for employees then they also produce good performance and feel motivated as they feel themselves an important asset of organization. Many researchers have worked to investigate the effectiveness of reward on the motivation of employees. Pierce, Cameron, Bank and So (2003) researchers have arranged a research to get the exact idea that how extrinsic rewards given by the company creates an impact on employee’s motivation. They found that people who got rewards for their performance were motivated intrinsically and those who do not get rewards were not motivated at all.

Another study on the same topic was conducted by Writers (1992). He found that extrinsic rewards are important and they increase motivation. Dobra (2013) argued that empowerment and recognition are the factors that increase motivation of employee. Employees are motivated on getting empowerment and appreciation which results in good performance of employees. Organizations should try to give empowerment and appreciation to the employees so that they can perform well. Bartok and Martin (1998) studied that motivation is a powerful tool to get good performance from the employees.

Caligula (2010) argued that a motivated employee puts his efforts for the progress of organization. Sara et al. (2004) suggested that good salaries are the most important factor in motivating employees. Employees are also motivated through good leadership (Balloon, 2005). Working environment is also another important factor for employee motivation. If organization provides a good working environment to their employees then the Many Psychological theories also talks about motivation.

Most important theory is Mason’s need based theory (1954) that suggests that there are different levels of needs and on each level when need is fulfilled the person is motivated. The levels in the hierarchy of Moscow are physiological needs, safety needs, belongings needs, self-esteem needs and self-actualization needs. Alder (1972) suggested that there are three need levels, existence, relatedness and growth. He said that fulfillment of these needs makes a person motivated. Herbert (2003) further worked on Mason’s theory and modified it by saying that there are two areas of need that motivates employees.

Hygiene and motivators are two need areas. Hygiene’s are considered as motivators of low level which includes policy of a company, compensation plan, working environment and employee- employer relationship. The motivation has a high level in factors. These factors include achievement, responsibility, growth and advancement. If managers want to be effective and need progress in organization, then the manager should know the basics of motivation and the different ways to motivate the employees.

With the help of these they can be able to make different motivational strategies to keep their employees engaged in work and motivate them to work even better. RESEARCH METHODOLOGY Research methodology is process or way through which a research is being conducted. There are different types of methods for research. The method is being selected by the researcher according to the topic and feasibility to collect data as well. Success of a research is directly proportional to the methodology selected to conduct a research. Types of methodologies are given below: QUANTITATIVE METHOD

It mainly deals with the numerical data or empirical investigation by using statistical or mathematical tools of research. Main objective of quantitative method is to use mathematical models to get results. It is a large and random selected process. Collection of data can be done with the help of questionnaires, telephone conversation, mail, interview, experiment, and surveys. QUALITATIVE METHOD Qualitative research is about the strong knowing of a specific company or occasion, rather than surface information of a population having a large sample.

It further helps in getting information related to human groups in natural or social environment. Collection of data is totally different in qualitative method, because in are kept in consideration while collecting the data. Every emotions and behaviors of human should be recorded so that researcher may get the exact answer of respondent. Techniques mostly used in collecting the data are interviews, focus group, case studies, individual interview, objects and images.

It is the best approach in investigating the critical issues because researchers can apply both methods to get better results. Mixed method provides analysis of how the organizations maintain the motivation of their employees. For this purpose Burger King Company is being selected. Implementing or providing motivation to the employees is not an easy work, in the same way to do research on it a large amount of information is required. Research technique is known as a guideline to complete the research.

Research technique has several steps and they are given below: Research design and method. Sampling. Data collection. Data analysis. Outcome of research. In mixed method researcher uses both qualitative and quantitative method for eating more accurate result. The process of research will go through the given steps. Researcher will require the consent of the concerned authority as well as of participants that they are willing to participate in the research. SAMPLING Sampling is the process in which researcher finalize which will be the sample of the research, or who will be the participants.

Sampling is process or technique of suitable sample or information collection for research work. There are a lot of types of sampling like simple random selection, snowball sampling, convenient sampling, systematic sampling, quota sampling etc. In the present study simple random impaling technique is being used as it is the best way of sampling in which every individual has an equal chance of selection. With the help of it we can get data full of reliability but it needs more money to carry out the process. Data collection is the process in which information is being collected from the sample.

The Process of data collection starts when you decide your sample. It mainly deals with the preparation and collection of data from different pool of knowledge and sources. It is the major element for research work. Data should be collected from reliable sources and from those people who are willing to give information. Those who are not willing to provide information and forcefully do it then the data could be faked. Mainly there are two types of data: Primary data and Secondary data. PRIMARY DATA: It is a collection of data directly from the people in the field and known as first hand data.

This data is always fresh and reliable as well as it provides an accurate information needed to collect from the sample. This type of data collection needs a large amount of investment and time, researcher may use both methods to collect the data including qualitative and quantitative. It is a collection of data from books, Journals, newspaper, annual ports, and internet or through some other sources etc. And it is not first hand data. It can be archival data that is already present and you are using that.

This type of data collection is less expensive and less time consuming but mostly it does not gives accurate information needed for the research. In this research, primary data will be collected which will comprise of both qualitative and quantitative technique.

According to Robbins and Judge, positive reinforcement, negative reinforce, punishment and extinction are the four methods used by managers to shape employees behavior. Positive reinforcement, one of the methods most frequently used, rewards employees for performing well (Robbins, S, & Judge, T. , 2007). Many companies have some sort of recognition program, either formal or informal that identifies members who have performed exceptionally. These programs are designed to encourage employees and often have incentives both monetary and non-monetary (Teo, E.

, Ling, Y. , & Ong, D. , 2005). People typically perform at a higher level when they feel they are appreciated. Negative reinforcement, another behavior shaping tool can include supervisor’s constant nagging or criticism, unpleasant assignments or the threat of losing ones position (Teo et, al. , 2005). No one wants to hear constant nagging or be warned that their job is in jeopardy. Most people work because they need the income and with negative reinforcement managers can ensure employees are putting forth quality in their productivity.

Punishment as cited, is the presentation of an aversive event or the removal of a positive event following a response which decreases the frequency of the response (Arvery, R. , & Invancevich, J. , 1980). Most organizations have focused on positive reinforcement in the form of some sort of reward system because they fear punishment will result in employees showing aggression. Researchers have proven that punishment is effective in reducing and eliminating undesirable behavior (Arvery et, al. , 1980).

Extinction seems to have the least amount of impact in shaping employees behavior. Extinction is eliminating any reinforcement that is maintaining a behavior (Robbins et, at. , 2007). In some cases extinction may grant the employer with his or her desired result. In other cases where extinction could mean termination, productivity may increase but the moral in the organization may suffer (Teo et, al. , 2005). Discuss the main components of attitude? The three main components of attitude are cognitive, affective and behavior (Robbins et, al.

, 2007). It can be rather difficult breaking the components of attitude down into separate entities because in many cases they seem to co-exist or rather have a cause and effect relationship. As stated in our text, in many ways cognitive and affective attitudes are inseparable (Robbins et, al. , 2007). The definition for cognitive component of an attitude is the opinion or belief segment of an attitude and affective component of an attitude is defined as emotional or feeling segments of an attitude (Robbins et, al. , 2007).

It is safe to say we apply these components to virtually every interaction. It is also safe to assume that one cannot have cognitive and affective without some sort of action or reaction. This action or reaction is the behavioral component of an attitude (Robbins et, al. , 2007). “In many situations, behavior is not based on a general evaluation, but it is instead based more or less on the cognitive or affective components of the attitude” (Millar, M. & Tesser, A. , 1986). How is bounded rationality related to decision making?

Many decisions are made by constructing simplified models that extract the essential features from problems without capturing all their complexity defines bounded rationality (Robbins et, al. , 2007). Most complex decision making that results or can result in multiple outcomes uses bounded rationality in making a choice based off of previous experience or evidence without exhausting every possible solution; therefore, the decision made is not the optimum solution, but one the decision-maker is satisfied with (Robbins et, al.

, 2007). “In the face of an incalculable problem, decision-makers soon hit the limits of their cognitive and information processing abilities and therefore, as cited, must find ways to make the calculable within their mental capacities” (Augier, M. , & Kreiner, K. , 2000). Until this lesson the words bounded rationality were just two words put together, but in fact everyone at some point uses it. When one goes to the library it is not logical or conceivable to start reading every book on the shelf before finding one of interest.

Instead of this approach the average person will look at a few titles and may even read the summary and critic report, from that a decision is made using bounded rationality. What is quality circle? “Quality circles are defined as a work group of 8 to 10 employees and supervisors who have a shared area of responsibility and who meet regularly on company time and company premises to discuss their quality problems investigate causes of problems, recommend solutions and take corrective action (Robbins et, al. , 2007). Quality circles are established to ensure that production is flawless.

Each phase of the production usually have a team that reviews each product before it is sent forward to another phase of production or outside of the company. In a quality circle there must be a clear understanding of the role of the customer and employees at every level must be involved and committed to the success of the organization. There has to be open communication between managers and employees, between organizations and suppliers and between functions (Goh, M. , 2000).

References

Augier, M. & Kreiner, K. , (2000). Rationality, imagination and intelligence: Some boundaries in human decision-making .

Industrial and Corporate Change, 9(4), 659. Retrieved May 5, 2007, from ABI/INFORM Global database. (Document ID: 390367301 Arvey, R. & Ivancevich, J. (1980). Punishment in Organizations: A Review, Propositions, and Research Suggestions. Academy of Management, 5(1), 123-132. Retrieved May 3, 2007, from ABI/INFORM Global database. (Document ID:) Goh, M. (2000). Quality circles: journey of an Asian public enterprise. The International Journal of Quality & Reliability Management, 17(7), 784-799. Retrieved May 5, 2007, from ABI/INFORM Global database. (Document ID: 115716496). Millar, M. & Tesser, A. (1986).

Effects of Affective and Cognitive Focus on the Attitude-Behavior Relation. Journal of Personality and Social Psychology, 51(2), 270. Retrieved May 3, 2007, from PsycARTICLES database. (Document ID: 1007461811). Robbins, S. , & Judge, T. (2007). What is organizational behavior. Organizational Behavior 12th ed. , p 12-14. Saddle River, NJ: Pearson Education Teo, E. , Ling, F. & Ong, D. (2005). Fostering safe work behaviour in workers at construction sites. Engineering, Construction and Architectural Management, 12(4), 410. Retrieved May 3, 2007, from ABI/INFORM Global database. (Document ID: 897518771).